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Business Strategy Formulation to Execution
This book reflects on the formulation and implementation of the Corporate Strategy. In chapter one, we will discuss how an organisation develops its strategic plan to address the changes in the external environment. It provides a foundational base for discussing some of the fundamental ideas in the strategic management.
The chapter one looks at how the organisations design and develop their respective strategies and highlights the logical model as well as other alternatives. that could be adapted to formulate a plan at the various levels within the organisation.
Given that strategy development is a process, it is affected by the significant degree of uncertainty. The external business environment in which an organisation operates is a considerable source of change. Chapter 2 looks at some of the underlying frameworks that the businesses can use to analyse and address the uncertainty surrounding the competitive environment.
Furthermore, the chapter considers an organisation’s goals and the process it seeks to organise its resources in the long run, to achieve the competitive advantage in the environment and to satisfy the customers and stakeholders expectations.
Alongside the external business context where a corporation operates, the internal resources and capabilities of the organisation shape the strategic options available to the company. Chapter 3 looks at some of the aspects of the corporate’s current competitive position including the resources, value chain, the product portfolio etc.
Chapter 3 also looks at how an organisation establishes as well as sustain using its competitive advantage in the industry. Given the characteristics of the competition in the industry, the section provides a basis for the company to identify the opportunities that can maintain the competitive position of an organisation.
Chapter 4 looks at the corporate strategy and the various types of the strategies implemented at the apex of an organisation. Diversification and the vertical approaches are discussed here.
Chapter 5 looks at the relevance of the information technology/systems to the operational activities of an organisation and, highlights the contributions of the information systems to the company’s competitive position. The different types of the information systems are discussed here as well.
In chapter 6, the knowledge management and its applications to the strategic management of an organisations’ operational activities are identified. This section looks at the Tacit and explicit knowledge management in the company how it can be used to gain the competitive advantage in the industry
Chapter 7 Once an organisation has decided on what strategic choice to adopt, it will have to implement it. Executing a strategy mainly involves a number of project management tools and techniques associated with the change management process.
Chapter 8 looks at the various methods of achieving a project as well as the factors that trigger a change in the organisation. For the organisation to determine whether its strategy has been successful, there is the need to measure performance.
Given the impact of strategy on the performance of the organisation, chapter 9 reflects on the relative position of various interest groups both inside and outside the corporate who will influence the strategic development of the company.
The section provides some frameworks for analysing the relative levels of the power and interest of the various stakeholders in the organisation.
As a follow up to strategy implementation in chapter 7, it is essential to recognise that the organisations that could experience different types of the change and the management styles itself needed, to implement th
The chapter one looks at how the organisations design and develop their respective strategies and highlights the logical model as well as other alternatives. that could be adapted to formulate a plan at the various levels within the organisation.
Given that strategy development is a process, it is affected by the significant degree of uncertainty. The external business environment in which an organisation operates is a considerable source of change. Chapter 2 looks at some of the underlying frameworks that the businesses can use to analyse and address the uncertainty surrounding the competitive environment.
Furthermore, the chapter considers an organisation’s goals and the process it seeks to organise its resources in the long run, to achieve the competitive advantage in the environment and to satisfy the customers and stakeholders expectations.
Alongside the external business context where a corporation operates, the internal resources and capabilities of the organisation shape the strategic options available to the company. Chapter 3 looks at some of the aspects of the corporate’s current competitive position including the resources, value chain, the product portfolio etc.
Chapter 3 also looks at how an organisation establishes as well as sustain using its competitive advantage in the industry. Given the characteristics of the competition in the industry, the section provides a basis for the company to identify the opportunities that can maintain the competitive position of an organisation.
Chapter 4 looks at the corporate strategy and the various types of the strategies implemented at the apex of an organisation. Diversification and the vertical approaches are discussed here.
Chapter 5 looks at the relevance of the information technology/systems to the operational activities of an organisation and, highlights the contributions of the information systems to the company’s competitive position. The different types of the information systems are discussed here as well.
In chapter 6, the knowledge management and its applications to the strategic management of an organisations’ operational activities are identified. This section looks at the Tacit and explicit knowledge management in the company how it can be used to gain the competitive advantage in the industry
Chapter 7 Once an organisation has decided on what strategic choice to adopt, it will have to implement it. Executing a strategy mainly involves a number of project management tools and techniques associated with the change management process.
Chapter 8 looks at the various methods of achieving a project as well as the factors that trigger a change in the organisation. For the organisation to determine whether its strategy has been successful, there is the need to measure performance.
Given the impact of strategy on the performance of the organisation, chapter 9 reflects on the relative position of various interest groups both inside and outside the corporate who will influence the strategic development of the company.
The section provides some frameworks for analysing the relative levels of the power and interest of the various stakeholders in the organisation.
As a follow up to strategy implementation in chapter 7, it is essential to recognise that the organisations that could experience different types of the change and the management styles itself needed, to implement th
396 pages, Kindle Edition
Published June 24, 2018
About the author
Sikander Sultan FCA
73 books8 followersSikander Sultan is an experienced Business Adviser by profession and an Author with 400 plus multi-award winning books and courses (topics including productivity, business gowth, career development and memorisation).
He regularly researches into various industries and subjects to take the success concepts from the unrelated industries and adopts them to clients' specific business; resulting in business performance enhancement, and maximising and multiplying of business assets. All of his books and courses are the products of his dedicated research.
For nearly twenty years now (!!), he has been making sharing productivity tips, motivation, business improvement, career development, energy flow and memory enhancement.
In his words, "At the end of the day, all I hope to do is to help make life just that little bit more fun and productive so that we can get where we all need to go...".
In Business, he has experience in Assurance, Advisory, Strategic Growth, Corporate Tax Saving, Accounting, Technology, Marketing, Regulatory and Legal issues affecting the IT, High Tech, Real Estate, Construction, E-Commerce, E-Learning, Energy, Management Consulting, Defence and Government Infrastructure sectors.
He has gained extensive management experience in Ernst & Young and KPMG London; where he regularly advised IT start-ups, FTSE listed blue chip Corporates, Private Equity businesses, Funds, SPVs, Venture Capitalists and high profile clients.
He is a Tech Savvy and passionate in designing algorithms to tackle complex global business platform problems using the 'future technologies today'. He has a very rare ability to immediately grasp the business processes, implications, correlations, applications, opportunities, innovation and vulnerabilities in any given situation.
He is an 'Archaeologist of Growth' as he is dedicated to growing businesses, advancing careers, and multiplying bottom lines exponentially. He is also a qualified ICAEW Chartered Accountant, an MBA, #1 Best Selling Author and an honest trustworthy human being.
He regularly researches into various industries and subjects to take the success concepts from the unrelated industries and adopts them to clients' specific business; resulting in business performance enhancement, and maximising and multiplying of business assets. All of his books and courses are the products of his dedicated research.
For nearly twenty years now (!!), he has been making sharing productivity tips, motivation, business improvement, career development, energy flow and memory enhancement.
In his words, "At the end of the day, all I hope to do is to help make life just that little bit more fun and productive so that we can get where we all need to go...".
In Business, he has experience in Assurance, Advisory, Strategic Growth, Corporate Tax Saving, Accounting, Technology, Marketing, Regulatory and Legal issues affecting the IT, High Tech, Real Estate, Construction, E-Commerce, E-Learning, Energy, Management Consulting, Defence and Government Infrastructure sectors.
He has gained extensive management experience in Ernst & Young and KPMG London; where he regularly advised IT start-ups, FTSE listed blue chip Corporates, Private Equity businesses, Funds, SPVs, Venture Capitalists and high profile clients.
He is a Tech Savvy and passionate in designing algorithms to tackle complex global business platform problems using the 'future technologies today'. He has a very rare ability to immediately grasp the business processes, implications, correlations, applications, opportunities, innovation and vulnerabilities in any given situation.
He is an 'Archaeologist of Growth' as he is dedicated to growing businesses, advancing careers, and multiplying bottom lines exponentially. He is also a qualified ICAEW Chartered Accountant, an MBA, #1 Best Selling Author and an honest trustworthy human being.
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